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Leading a Consulting Company: Your Real Job

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Published on May 4, 2013

http://www.covetedconsultant.com/free Hey there, this is Alzay Calhoun with Coveted Consultant.com and today I'm talking about what your real job is when you're leading a consulting company. So to set the right conversation let's talk about what your job isn't. Your job is not to be the face of the business. You don't have to put your name on every single product that goes out and every single white paper that goes out and every single business care that's made and up on all the websites. You don't have to put your face on everything and that should not be your primary focus if you're the leader of a consulting company.
It also, your job also is not to be the know-it- all expert of your consulting company. It isn't your job to know everything. It is extremely hard to know everything. So if you put yourself in a situation where you position yourself as the single person who's going to know and understand every single issue that your clients come across you're setting yourself up for failure. There will be something that you don't' know. There will be a situation that's a little bit bigger than you and all you're doing is setting yourself up to disappoint your clients. That's not your core job that's a job that you can effectively put down today.
Third is you don't have to be the core client romancer. So yes, you need clients and yes, you have to interact with those clients and yes, you should be seen as an ally to your clients but that is not only your job. So you don't have to attend all their sessions. You don't have to go to all the networking events. You don't have to attend every meeting and give every presentation. That is not your core responsibility. Now as you step back from these responsibilities let me provide three others that I believe are foundational if you're going to lead a consulting company in the right way.
The first is that you are responsible for recruiting and hiring. You've got to make sure that you've got the right people in your organization who are attached to the right responsibilities. You've got to assess someone for what they already bring to the table and you've got to make sure that what they have comes to you at a high level and you have something that matches what they are and who they are anyway. You've got to be able to match the right people to the right responsibilities.
Second is you've got to make sure that you're putting quality inputs in your system so that you can get quality outputs out of your system. And in that I'm talking about people. So you have situations, you have processes, you have systems in yoru business that are supposed to create a certain output and so people need to come into your organization, experience those systems, and then leave and go interact with clients and interact with vendors and provide services at a high level. If you don't put in the right inputs then you're going to end up with poor outputs and that's GIGO, right. Classic garbage in garbage out and that's not what you want. So you've got to make sure that you're picking the right people coming into your organization so that when they experience your organization and they step away from the office or step away from your organization they are providing a high level of service.
Third here under recruiting is you've got to make sure at a basic level that you enjoy who you're working with. Do you enjoy them and do they enjoy you and will they enjoy the culture that you've prepared in your organization? If you don't enjoy them and they do not enjoy you it doesn't matter how talented that person is and that's not something you can talk someone into, it doesn't fix itself later on. It is better to hire for attitude and then train someone up from a skills perspective than it is to hire someone with skills and then try to convince them that you've got a healthy place for them to be from a culture perspective. It's the hardest work you'll ever do and it's not the right work you should be doing. So make sure that you highlight yoru responsibility as it relates to recruiting and hiring so that you've got the right kind of a talent pool inside your organization.
The next major responsibility is you've got to be the core visionary. So you have to make sure that you, as the leader of the business are always owning and articulating the big picture. There's a place that your business is going in, there's certain kind of client you're trying to reach, and there's a certain experience you want that client to have. You've got to own that big picture and explain it to everybody else. And if you aren't focused on that at some point it loses its clarity and it's hard to run a business when you're unclear on where you're headed. So it's yoru job to own and articulate the big picture. http://youtu.be/X6yjuVci1ac

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